1. ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. Leadership Chapter 17

2. © 2007 Prentice Hall, Inc. All rights reserved.17–2 Leaders and Leadership Leader – Someone who can influence others and who has managerial authorityLeader – Someone who can influence others and who has managerial authority Leadership – What leaders do; the process of influencing a group to achieve goalsLeadership – What leaders do; the process of influencing a group to achieve goals Ideally, all managers should be leadersIdeally, all managers should be leaders Leadership research has tried to answer: What is an effective leader?

3. © 2007 Prentice Hall, Inc. All rights reserved.17–3 Managers Versus Leaders Managers [Root: “Handling things”]  Are appointed to their position.  Can influence people only to the extent of the formal authority of their position.  Do not necessarily have the skills and capabilities to be leaders. Leaders [Root: “Taking people places”]  Are appointed or emerge from within a work group.  Can influence other people and have managerial authority.  Do not necessarily have the skills and capabilities to be managers. Leadership is the process of influencing a group toward the achievement of goals.

4. © 2007 Prentice Hall, Inc. All rights reserved.17–4 Early Leadership Theories Trait Theories (1920s-30s)Trait Theories (1920s-30s)  Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.  Later research on the leadership process identified seven traits associated with successful leadership:  Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.

5. © 2007 Prentice Hall, Inc. All rights reserved.17–5 Exhibit 17–2Behavioral Theories of Leadership

6. © 2007 Prentice Hall, Inc. All rights reserved.17–6 Exhibit 17–2 (cont’d)Behavioral Theories of Leadership

7. © 2007 Prentice Hall, Inc. All rights reserved.17–7 Early Leadership Theories (cont’d) Behavioral TheoriesBehavioral Theories  University of Iowa Studies (Kurt Lewin)  Identified three leadership styles: –Autocratic style: centralized authority, low participation –Democratic style: involvement, high participation, feedback –Laissez faire style: hands-off management  Research findings: mixed results –No specific style was consistently better for producing better performance –Employees were more satisfied under a democratic leader than an autocratic leader.

8. © 2007 Prentice Hall, Inc. All rights reserved.17–8 Early Leadership Theories (cont’d) Behavioral Theories (cont’d)Behavioral Theories (cont’d)  Ohio State Studies  Identified two dimensions of leader behavior –Initiating structure: the role of the leader in defining his or her role and the roles of group members –Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.  Research findings: mixed results –High-high leaders generally, but not always, achieved high group task performance and satisfaction. –Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

9. © 2007 Prentice Hall, Inc. All rights reserved.17–9 Early Leadership Theories (cont’d) Behavioral Theories (cont’d)Behavioral Theories (cont’d)  University of Michigan Studies  Identified two dimensions of leader behavior –Employee oriented: emphasizing personal relationships –Production oriented: emphasizing task accomplishment  Research findings: –Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

10. © 2007 Prentice Hall, Inc. All rights reserved.17–10 Exhibit 17–3 The Managerial Grid Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.

11. © 2007 Prentice Hall, Inc. All rights reserved.17–11 Contingency Theories Leader Situation Followers Personality Position Expertise Etc. Task Stress Environment Etc. Values Norms Cohesiveness Etc.

12. © 2007 Prentice Hall, Inc. All rights reserved.17–12 Contingency Theories… (cont’d) Hersey and Blanchard’s Situational Leadership Theory (SLT)Hersey and Blanchard’s Situational Leadership Theory (SLT)  Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness.  Acceptance: leadership effectiveness depends on whether followers accept or reject a leader.  Readiness: the extent to which followers have the ability and willingness to accomplish a specific task.  Leaders must relinquish control over and contact with followers as they become more competent.

13. © 2007 Prentice Hall, Inc. All rights reserved.17–13 Contingency Theories… (cont’d) Hersey and Blanchard’s Situational Leadership Theory (SLT)Hersey and Blanchard’s Situational Leadership Theory (SLT)  Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions:  Telling: high task-low relationship leadership  Selling: high task-high relationship leadership  Participating: low task-high relationship leadership  Delegating: low task-low relationship leadership

14. © 2007 Prentice Hall, Inc. All rights reserved.17–14 Contingency Theories… (cont’d) Hersey and Blanchard’s Situational Leadership Theory (SLT)Hersey and Blanchard’s Situational Leadership Theory (SLT)  Posits four stages of follower readiness:  R1: followers are unable and unwilling  R2: followers are unable but willing  R3: followers are able but unwilling  R4: followers are able and willing

15. © 2007 Prentice Hall, Inc. All rights reserved.17–15 Exhibit 17.5 Hersey and Blanchard’s Situational Leadership Model Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.

16. © 2007 Prentice Hall, Inc. All rights reserved.17–16 Contemporary Views on Leadership Transactional LeadershipTransactional Leadership  Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational LeadershipTransformational Leadership  Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.  Leaders who also are capable of having a profound and extraordinary effect on their followers.

17. © 2007 Prentice Hall, Inc. All rights reserved.17–17 Contemporary Views…(cont’d) Charismatic LeadershipCharismatic Leadership  An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.  Characteristics of charismatic leaders:  Have a vision.  Are able to articulate the vision.  Are willing to take risks to achieve the vision.  Are sensitive to the environment and follower needs.  Exhibit behaviors that are out of the ordinary.

18. © 2007 Prentice Hall, Inc. All rights reserved.17–18 Contemporary Views…(cont’d) Visionary LeadershipVisionary Leadership  A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Visionary leaders have the ability to:Visionary leaders have the ability to:  Explain the vision to others.  Express the vision not just verbally but through behavior.  Extend or apply the vision to different leadership contexts.

19. © 2007 Prentice Hall, Inc. All rights reserved.17–19 Contemporary Views…(cont’d) Team Leadership CharacteristicsTeam Leadership Characteristics  Having patience to share information  Being able to trust others and to give up authority  Understanding when to intervene Team Leader’s JobTeam Leader’s Job  Managing the team’s external boundary  Facilitating the team process  Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication

20. © 2007 Prentice Hall, Inc. All rights reserved.17–20 Some Thoughts on Power… “The use of influence in itself is not negative....Like any powerful force – from potent medicine to nuclear power – it is the morality with which influence is used that makes all the difference.” R.L. Dilenscheider“The use of influence in itself is not negative....Like any powerful force – from potent medicine to nuclear power – it is the morality with which influence is used that makes all the difference.” R.L. Dilenscheider “The well-meaning but politically naïve seldom make major contributions to organizations.” David Whetten & Kim Cameron“The well-meaning but politically naïve seldom make major contributions to organizations.” David Whetten & Kim Cameron “Hell is knowing you have a better solution than someone else, but not being able to get the votes.”“Hell is knowing you have a better solution than someone else, but not being able to get the votes.”

21. © 2007 Prentice Hall, Inc. All rights reserved.17–21 Leadership Issues in the 21 st Century Managing PowerManaging Power  Legitimate power  The power a leader has as a result of his or her position.  Coercive power  The power a leader has to punish or control.  Reward power  The power to give positive benefits or rewards.  Expert power  The influence a leader can exert as a result of his or her expertise, skills, or knowledge.  Referent power  The power of a leader that arise because of a person’s desirable resources or admired personal traits.

22. © 2007 Prentice Hall, Inc. All rights reserved.17–22 Empowering Employees EmpowermentEmpowerment  Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems.  Why empower employees?  Quicker responses problems and faster decisions.  Addresses the problem of increased spans of control in relieving managers to work on other problems.

23. © 2007 Prentice Hall, Inc. All rights reserved.17–23 Nordstrom Employee Handbook Welcome to Nordstrom We're glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them. Nordstrom Rules: Rule #1: Use your good judgment in all situations. There will be no additional rules. Please feel free to ask your department manager, store manager, or division general manager any question at any time.

24. © 2007 Prentice Hall, Inc. All rights reserved.17–24 Gender Differences and Leadership Research FindingsResearch Findings  Males and females use different styles:  Women tend to adopt a more democratic or participative style unless in a male-dominated job.  Women tend to use transformational leadership.  Men tend to use transactional leadership.

25. © 2007 Prentice Hall, Inc. All rights reserved.17–25 Exhibit 17–11Where Female Managers Do Better: A Scorecard Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

26. © 2007 Prentice Hall, Inc. All rights reserved.17–26 Leadership Can Be Irrelevant! Substitutes for LeadershipSubstitutes for Leadership  Follower characteristics  Experience, training, professional orientation, or the need for independence  Job characteristics  Routine, unambiguous, and satisfying jobs  Organization characteristics  Explicit formalized goals, rigid rules and procedures, or cohesive work groups